Showing papers by "Paul Jackson published in 1994"

An Empirical Model of Managerial Careers in Organizations

Abstract: SUMMARY A theoretical model of managerial careers in organizations was tested by questionnaire. Respondents were 200 managers attending management courses. The model incorporated traditional structural predictors of objective and subjective indices of managers' career progress. It also introduced perceptions of the career management practices of an organization as a predictor, together with career progress, of satisfaction with career management. Results indicated that an organization's structure was a powerful predictor of its perceived career management practices; these in turn were more powerful predictors of satisfaction with career management than was career progress; of particular power was the perceived fairness of career management practices. Regression analysis indicated that the model was generally supported. It was concluded that perceived equity is a powerful determinant of satisfaction, and that therefore an organizational model of career management as part of a psychological contract is likely to be more effective than one based on the prescriptions of human resource management ideology.

The impact of unemployment on the psychological well-being of British Asians

Abstract: This paper presents the results of a study of unemployment among British Asians living in the north of England. The sample comprises 139 employed and unemployed men. Using standardized psychological questionnaires with a semi-structured interview schedule, the psychological consequences of unemployment are examined in relation to other psychosocial variables. The results showed that the unemployed group had lower levels of psychological well-being, selfesteem, and employment commitment with high external beliefs, than the employed group. Length of unemployment was a significant determinant of psychological well-being and respondents with a longer period of unemployment had a lower level of psychological well-being than those who had been unemployed for a shorter period. The findings are examined in the context of existing empirical evidence, and the need to examine the psychological impact of unemployment among other British Asian groups is emphasized.

Factors Associated with Employment Status in Later Working Life

Abstract: This article reports on factors affecting the withdrawal of older workers from the labour market associated with unemployment, premature retirement and retirement at 65 years of age. Longitudinal data from three interviews with 175 adult males are examined; and findings show a process of psychological withdrawal from the labour market reflecting changes in personal identity which occur prior to reaching the formal retirement age, most strongly for those without heavy financial commitments. For most of those interviewed, retirement was a preferred option to unemployment, and allowed them to regain control over their lives. Older workers whose financial needs keep them in the employment market are doubly disadvantaged since they cannot select the route of early retirement and find it much harder to compete with younger people.

Dimensions of Performance Effectiveness In High‐Involvement Work Organisations

Abstract: Sharon Parker, Sean Mullarkely and Paul Jackson, who are researchers in the MRC/ESRC Social and Applied Pyschology Unit at the University of Sheffield, draw on detailed case study evidence to consider the substantial changes to the shop floor roles entailed in high involvement work organisations. They argue that specification of the performance requirements of such roles will facilitate employees taking on appropriate behaviours, reduce role confusion, and enable consistency in human resource practices. They discuss the use of repertory grids to explore the models of effective performance held by production managers and derive nine critical dimensions of shop floor employee performance from the analysis. These contain specific behavioural examples and are grouped around four higher-order dimensions: ‘process ownership’, ‘social skills’, ‘personal style’, and loss prevention’. These dimensions form the basis of a broader specification of the skills, knowledge and general orientations required by shopfloor employees in high involvement roles.